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Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.
Patrick Lencioni
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Patrick Lencioni
Age: 59
Born: 1965
Born: January 1
Writer
Patrick M. Lencioni
Leader
Humanness
Honest
Empowered
Must
Engage
Display
Dialogue
Leaders
Authority
Courage
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Really great people rarely leave a healthy organization.
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Like a good marriage, trust on a team is never complete it must be maintained over time.
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If the CEO's behavior is 95 per cent healthy while the rest of the organization is only 50 per cent sound, it is more effective to focus on that crucial and leveraged 5 per cent that makes up the reminder of the CEO's behavior.
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Success comes only for those groups that overcome the all-too-human behavioral tendencies that corrupt teams and breed dysfunctional politics within them.
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People will walk through fire for a leader that's true and human.
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If everything is important, then nothing is.
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When you know your reason for existence, it should effect the decisions you make.
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On a team, trust is all about vulnerability, which is difficult for most people.
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Open, frank communication is the lynchpin to teamwork. A fractured team is like a fractured bone fixing it is always painful and sometimes you have to re-break it to heal it fully - and the re-break always hurts more because it is intentional.
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When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.
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The vast majority of organizations today have more than enough intelligence, experience and knowledge to be successful. What they lack is organizational health.
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As a leader, you're probably not doing a good job unless your employees can do a good impression of you when you're not around.
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No action, activity, or process is more central to a healthy organization than the meeting
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I've become absolutely convinced that the seminal difference between successful companies and mediocre or unsuccessful ones has little, if anything, to do with what they know or how smart they are it has everything to do with how healthy they are.
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A job is bound to be miserable if it doesn't involve measurement.
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All things to all people is nothing to everyone.
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Building a strong team is both possible and remarkably simple. But is painfully difficult.
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Team members have to be focused on the collective good of the team. Too often, they focus their attention on their department, their budget, their career aspirations, their egos.
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The key ingredient to building trust is not time. It is courage.
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Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.
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